Managing Knowledge in the Dark: An Empirical Study of the Reliability of Capability Evaluations
通过深度实证研究，发现大型跨国公司中高层管理者对战略能力的评估一致性很低（中位相关系数仅0.28），且评估差异在管理者不熟悉、较年轻或次要市场的子公司中更大，对知识管理实践有重要启示。
If knowledge is to be managed and transferred, it is essential that members of organizations know and agree on where capabilities reside. Few studies, however, have examined the difficulties of evaluating capabilities in large firms. This paper reports an in-depth empirical study of capabilities central to knowledge management efforts in large leading multinational companies. The results show that evaluation of these capabilities is a complex task. The median interrater correlation for capabilities designated as strategic by top management is only 0.28. Analysis of the determinants of reliability show that the difference in evaluations is largest for subsidiaries managers know less about, for younger subsidiaries, and for subsidiaries in less important markets. The results of our empirical study have important implications for creating, retaining, and transferring knowledge in organizations.